Click for next page ( 25


The National Academies | 500 Fifth St. N.W. | Washington, D.C. 20001
Copyright © National Academy of Sciences. All rights reserved.
Terms of Use and Privacy Statement



Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.

OCR for page 24
SUMMARY AND BIBLIOGRAPHY SUMMARY BIBLIOGRAPHY All of the case study transit systems TCRP Report 70: Guidebook for Change changed, not because they wanted to, but and Innovation at Rural and Small Urban rather because they had to in order to main- Transit Systems, Transportation Research tain relevance in the community. The sys- Board, National Research Council, 2001. tems changed in reaction to new paradigms in the service area (often demographics), in TCRP Report 53: New Paradigms for Lo- technology, or in funding. The systems all cal Public Transportation Organizations, operate differently with different missions Transportation Research Board, National and goals (especially AT and COAST), yet Research Council, 1999. each of them has embraced the elements of change and expects change as a normal Center for Urban Transportation Research course of action. Each exemplifies how a (CUTR), "Facing Societal Challenges: The system manages change. Need for New Paradigms in Rural Transit Service," Journal of Public Transporta- The case studies demonstrate the impor- tion, 2003, adopted from TCRP Project tance of aligning the system for change. B-22. Each system, in its own way, exemplifies how to embrace the elements of change. Once that is accomplished and the board, management, staff, and customers under- stand the reason for change, then the sys- tem can begin to adopt the new paradigms. Not all paradigms will be easily adoptable, but system managers should identify the paradigms most appropriate for the service area and then embrace them. It is hoped that the ideas identified in this report will be used to help guide change. 27